Putting African Communities First

Transcription

Putting African Communities First
Enhancing Capacity and Participation
to Close the Gap in Health Systems
Strategy 2007 - 2017
M
or
oc
co
Tunisia
Algeria
Libya
Western
Sahara
Egypt
Mauritania
Mali
Niger
The
Guinea Bissau
Guinea
Chad
Burkina
Faso
Dijbouti
Cote
D’voire
Togo
Benin
Cam
ero
Liberia
Central
African
Republic
on
Equatorial Guinea
Gabon
go Democratic
n
Co
Republic
of Congo
Zanzibar
Angola
Swaziland
Lesotho
Main Programme Countries
Countries where AMREF has provided
Technical assistance
Training Programme Reach
Foreword ii
Acknowledgements iv
Glossary of Terms V
Executive Summary VI
Chapter 1: Vision, Mission and Core Values 10
Chapter 2: AMREF: Background and Comparative Advantage 12
Abbreviations and Acronyms
VII
Chapter 3: The Gap in the Health System 16
The Health Context 16
The Human Resource Context 18
The Gap Between Communities and the Rest of the Health System 19
Closing the Gap 20
Chapter 4: The Strategy 22
Goal Statement 22
Programme Drivers 22
Programme Themes 23
Partnerships with Communities for Better Health 24
Building Capacity for Strengthened Communities and Health System Responsiveness 26
Health Systems Research for Policy and Practice 33
Risks and Mitigation 28
Chapter 5: Implementation Mechanisms, Monitoring and Evaluation 31
Chapter 6: Organisational Arrangements 34
Chapter 7: Conclusion 38
B E T T E R H E A LT H F O R T H E P E O P L E O F A F R I C A
Table of Contents
Foreword
Health development as the beacon of development
Over the past ten years, the status of health in Africa has changed, and all too often not for the better. Health indicators across
the continent continue to be an urgent challenge to those of us working in the field. Despite significant expenditures by
governments and donors targeted at combating specific diseases, infant and maternal mortality statistics show little, if any,
improvement. In some countries, including Kenya, negative trends are alarming. This is not to say that all efforts are misdirected
– for example, Africans now have greater access to free antiretroviral therapy – but clearly we should and must do a better job
across the board in improving the health of the people of Africa. Over and above the benefits of good health itself, a reduced
burden of disease (morbidity and mortality) releases resources that go into productive activities and into creating wealth. Inputs
into health are therefore not just a dead-end expenditure but wealth creation investments at all levels of society. For the African
Medical and Research Foundation (AMREF), this means making health a community issue within the National Health System.
And so AMREF is launching a new and different sort of strategy, one that we believe, over the next ten years, will bring important
but previously marginalised actors into the health care arena: not only for disease prevention, treatment and care but also for
health promotion.
I am especially excited about three innovative aspects of this strategy. The first is AMREF’s redefinition of the concept “health
system”. I have said before that until people become engaged with their own health care, we will continue to wipe the floor
while the tap continues to leak. I am therefore very gratified that AMREF is redefining the health system to include the people
and communities we work with.
A M R E F 2 0 0 7 - 2 0 1 7 S T R AT E G Y
Communities need to be part of the system in a broader sense than is currently the practice. This is perhaps not an easy concept,
but we believe it is vitally important if we are to see changes in health care indicators. To illustrate: in some communities up
to 80 per cent of individuals seek help from traditional healers. Therefore traditional healers represent an untapped source of
expertise within the communities where they work for improving referral systems between communities and ministry of health
facilities, and for information about affordable, safe medicines. To take another example, we have learned from the challenge
of HIV that community members are often the best people to encourage their friends to go for counselling and testing, and to
provide care and support for those who are HIV-positive and for orphans and other vulnerable children. Indeed, we need to be
imaginative and seek additional opportunities to discover and make use of community resources.
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The second aspect of the strategy is creating stronger links between ministries of health and the communities they serve. If I
can continue my household analogy about mopping the wet floor, it sometimes takes many hands working together to stop
a leaking tap! You might need an upset family member to initiate the process, a plumber, and a supplier of parts, or sometimes
just a child to turn off the tap properly. The lesson is that we need to know what other people can contribute and engage their
skills in getting to a solution. The other side of the analogy is that our health systems can be more responsive if we all work
together and keep each other informed of what we are doing and what is happening in our communities. To this end AMREF’s
new strategy has a strong component of building better communication links, for example, strengthening health management
information systems at community level and tying them into MOH systems.
If I can push the analogy just a bit further, the third innovative aspect of our strategy has to do with determining the reason
why the tap is leaking in the first place. AMREF is initiating a research effort that will focus on why communities have not been
more involved in their own health care in the past, and what constraints exist that currently inhibit their participation. As AMREF
researchers are tasked to look for solutions regarding a specific disease, they will, at the same time, work with the affected
To the AMREF Family in Africa and abroad, this is YOUR BABY! Let us keep the baby bouncing into healthy childhood and
thereafter into robust youthful years and eventually a healthy adulthood. The collaboration we have established is like placing
Africa in an embrace. Let us go on to have a loving and healthy embrace around Africa.
We in the AMREF Board of Directors take this opportunity to invite all partners working to improve the health of the people
of Africa to join hands with us in expanding effective and efficient health systems in all our countries that fully incorporate our
people in their communities. We in Africa are a COMMUNITY PEOPLE . And if it doesn’t happen in our communities, it doesn’t
happen elsewhere and it won’t happen. So let us help make it happen in our nations by ensuring that health promotion and
health care services are, indeed, happening in a truly bottom-up approach: from the families in our communities to the tertiary
hospitals and throughout all the arms of the health system.
I bless those that will implement this Strategy and pray that through their diligence, they will help bring the blessing of improved
health to the people of Africa. I bless Africa’s partners who work faithfully with Africa to reduce the burden of disease she carries
and thus move the people of this great continent forward towards robust health.
community to examine why that disease is a problem for them and how the community can play a role in combating it.
For the last two years many people, both inside AMREF and those we have consulted, have contributed to formulating this new
strategy. It is the product of a highly participatory process, guided to its present form by AMREF’s Senior Management Team. We
are excited about putting the strategy to work. On behalf of AMREF’s Board of Directors, I would like to congratulate the team
and wish them well as they develop innovative interventions to push the strategy forward.
Professor Miriam K Were, EBS, IOM
Chair, AMREF Board of Directors
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Acknowledgements
This strategy is the result of over two years of intense debate within AMREF and with our stakeholders in Africa and beyond.
There has been such wide involvement in the process it’s difficult to thank everyone by name.
However a group of colleagues took the deliberations of many and drafted and re-drafted this strategy. I want to thank Florence
Muli-Musiime for leading this group, and Daraus Bukenya, John Nduba, Peter Ngatia and Blanche Pitt for being willing members
of the group. I also thank Linda ole-MoiYoi for her infinite patience and contributions made whilst editing and improving this
document; and the AMREF communications team for designing and printing the completed strategy.
Many other people have contributed to the thinking behind the strategy and have reviewed and commented on the evolving
versions of the strategy:
•
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all the AMREF staff who attended the 2005 and 2006 Annual Programme Meetings and added their wisdom and experience to the process
colleagues on the AMREF corporate senior management team (SMT), remembering especially the May 2006 SMT meeting during which we agreed on the conceptual framework and much of the thinking now captured in the strategy
members of our five country programme senior management teams and the staff of our country programmes, and members of the country programme Advisory Councils and Boards in Kenya, South Africa, Tanzania and Uganda
colleagues in AMREF’s 12 offices in Europe and North America
the contributions to the strategy made by AMREF’s stakeholders in Africa and beyond
members of the CIDA/Sida team that reviewed AMREF in 2005/2006 and, most importantly, by
the members of the AMREF Board of Directors who added greatly to the evolving strategy and approved the document.
A M R E F 2 0 0 7 - 2 0 1 7 S T R AT E G Y
Michael Smalley
Director General
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Community: The concept of a “community” has changed with time. In the past communities were seen as homogenous,
geographically concentrated, and stable over time. Today they tend to be temporal, culturally diverse, mobile and bound by
common needs rather than by common interests. They coalesce around groupings such as settlements, schools, factories and
faith-based institutions. Fast growing, informal urban settlements are the clearest example of the new and emerging African
concept of a community. Increasingly communities are organising into local civil society organisations (CSOs) and communitybased organisations (CBOs), and developing abilities to identify priorities, needs and solutions to problems. The emergence of
these groupings provides the continuity and long-term commitment required for sustainable development.
Empowerment: In the context of AMREF’s strategy, empowerment means to build the strength, competencies, voice and
confidence of health care workers and of the communities where we work, enabling them to participate in programme work,
to identify their own strengths, weaknesses and needs, and to join in meaningful partnerships to solve problems and monitor
progress.
Equity: Although the concept of equity applies to many broad areas, AMREF views equity as the equal access to quality health,
and the absence of discriminatory practices.
Evidence-Based Advocacy: AMREF uses “evidence-based advocacy” to mean a targeted set of activities to influence policy and
practice, based on reliable and documented evidence from research, aimed at a defined audience of decision makers.
Glossary of Terms
Health System: AMREF views the community as the organising principle of the health system, and is defining the health system
in a deliberately inclusive way. That is, the health system includes a country’s
•
formal sector, public and private
•
health care training institutions
•informal and community-based sectors, including CSOs and CBOs
•
most importantly, the communities they serve.
The “peripheral end of the health system” refers to district and community level.
Programme Driver: A programme driver is a cross-cutting, process-oriented parameter that ensures AMREF’s strategy and
interventions are holistic, integrated and focused on improving the health system as a whole.
The Gap: Communities should be an integral link in any health system set up to serve them. Unfortunately this is not always
the case, especially when the community is poor, vulnerable, marginalised or remote. The gap refers to the disconnect between
communities (including the informal sector of the health system) and the rest of the health system that causes dysfunction in
health promotion, prevention and health care service delivery and contributes to worsening health status, especially among
poor, vulnerable and marginalised groups.
A M R E F 2 0 0 7 - 2 0 1 7 S T R AT E G Y
Abbreviations and Acronyms
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AIDS
Acquired-Immune Deficiency Syndrome
AMREF
African Medical and Research Foundation
ANC
Ante Natal Care
ARV
Anti- Retroviral
ART
Anti Retroviral Therapy
CBO
Community-Based Organisation
CBHC
Community-Based Health Care
CIDA
Canadian International Development Agency
CSO
Civil Society Organisation
DFID-WELL
Department for International Development and the WELL Project
DHMT
District Health Management Team
DHS
Demographic and Health Survey
DOTS
Directly Observed Treatment Service (for Tuberculosis)
DPT
Diphtheria, Pertusis and Tetanus
FBO
Faith-Based Organisation
HIV
Human Immuno-deficiency Virus
HMIS
Health Management Information System
HR
Human Resources
HRDH
Human Resource Development for Health
IMCI
Integrated Management of Childhood Illnesses
M&E
Monitoring and Evaluation
MDGs
Millennium Development Goals
MOH
Ministry of Health
NGO
Non-Government Organisation
OECD
Organisation for Economic Co-operation and Development
PEPFAR
President’s Emergency Plan for AIDS Relief
Sida
Swedish International Development Agency
STI
Sexually Transmitted Infection
STD
Sexually Transmitted Disease
TB
Tuberculosis
UNFPA
United Nations Population Fund
UNICEF
United Nations Children’s Fund
WHO
World Health Organisation
Introduction
The African Medical and Research Foundation (AMREF) was founded in 1957 as an international African health development
organisation by three reconstructive surgeons working in Kenya who were concerned that rural Africans were failing to access
the surgical care they needed. The surgeons concluded that if the patients could not get to them, then they would go to the
patients – and so the “Flying Doctors” were born. Continuing that tradition of innovative solutions, AMREF today carries out
pioneering interventions that provoke health care improvements of significant importance, in Kenya and beyond.
While AMREF’s service delivery efforts on the front lines have saved many lives, we have learned over the years that vertical
disease treatment programmes are in themselves not enough to improve the overall health of those we serve. Consequently,
during AMREF’s last strategy period, 2000-2005, “Better Health for the People of Africa”, our role moved away from purely service
delivery, toward capacity building, operations research and advocacy.
In this, AMREF’s 50th year, we are refining our strategy further by adding a strong component of community empowerment, so
that over the next ten years we can use our current programmes to better advantage. The rationale for this shift is that AMREF
has become acutely aware of the gap between vulnerable communities and the rest of the health system. These communities
are often but not always remote geographically, but they are very remote in practical terms from policy makers and health
system managers. Therefore, they have little opportunity to provide input to policy decisions regarding their own health needs
or the ways in which they receive health services.
Executive Summary
The gap exists despite increased expenditures by governments and donors and despite successes in the prevention and
treatment of common diseases. In addition, poorly directed health financing has hastened the deterioration of peripheral health
infrastructure, further undermining health promotion and the quality and efficiency of basic preventive services at community,
health centre and district levels.
The Gap between Communities and the Rest of the Health System
Although African health systems are meant to reach all communities, the systems are stressed by the burden of seemingly
intractable diseases, insufficient human resources, organisational development failures, funding issues and, most important for
AMREF’s 2007-2017 strategy, insufficient community involvement/engagement, from design to implementation to evaluation
of services. The gap between communities and the rest of the health system is reflected in the following, among others:
•
barriers to communication that compromise the ability to share information and a reluctance to guarantee communities a voice in decision making
•
a disconnect between the informal health sector (e.g., community-based health care workers and traditional service providers) and those in the formal sector
•
missed opportunities to increase health promotion and preventive care efforts in communities
•
attendant problems of access to, and utilisation of, quality services
•
weak data collection and research on community health needs, strengths and weaknesses for appropriate policy formulation
•
compromised or ineffective referral systems and access to specialist services
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AMREF’s Strategy for 2007-2017
To help close the gap, AMREF’s strategy, guided by our mission and vision statements and our core values, is designed to create
a broad-based culture of health promotion, prevention and care in the African health arena. We will work closely with partners
at all stages, and especially with poor and marginalised communities to bring them into an integral and vibrant relationship with
their health system, enabling them to achieve their full health potential, as is their right. At the same time AMREF will orient its
capacity building and research efforts toward developing and testing models that help make health systems more responsive to
communities. Knowledge will be a core product and used to influence policy and practice.
Strategy Goal
To advance Africa’s health by catalysing an evidence-based movement aimed at reducing the gap between communities and
the rest of the health system.
Programme Drivers
AMREF is well aware that pressures to revert to a programme of purely disease-driven interventions will be compelling. To
counteract these pressures and ensure that AMREF acts in a holistic and integrated way, we will use a series of process- based,
cross-cutting programme drivers that reflect our core values and to which all interventions will respond. For example, programme
drivers will ensure that our interventions are pro-poor, culturally sensitive, and that gender is mainstreamed in all activities.
Programme Themes
For this strategy period, AMREF has chosen to focus on three interrelated programme themes.
1. Partnerships with Communities for Better Health
For health systems to better meet the needs of the poor, they must place people at the centre, ensure wider use of indigenous
knowledge, and promote enlightened leadership. Making health systems responsive to community health needs and priorities,
and redressing the disproportionate burden of disease and health threats affecting the poor will require the development of a
framework for community participation and health interventions based upon knowledge and pragmatic policy options.
A M R E F 2 0 0 7 - 2 0 1 7 S T R AT E G Y
2. Building Capacity for Strengthened Communities and Health System Responsiveness
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To enhance the capacity of the formal sector of health systems to respond to community health needs, the priority areas AMREF
will address are: health management information systems at both informal and formal health sector levels (HMIS); improving the
skills of health care workers, especially those of community health workers; and organisational development in health-related
civil society organisations.
3. Health Systems Research for Policy and Practice
AMREF will expand its capacities for research and policy analysis to develop credible evidence related to policies and practices
that will contribute to closing the gap between communities and the rest of the health system. This theme area will also provide
the data for Themes 1 and 2 and vice versa. Knowledge is a core product and will provide the basis for engaging in strategic
partnerships to advocate appropriate changes in African health policies and practices. In this strategy, AMREF has set out its
research agenda.
Risk Analysis and Mitigation
We have considered the likely risks facing AMREF as we implement this strategy and have developed a set of actions to mitigate
them. The implementation plan will provide more detail; in this document we describe six major risks that AMREF has identified
and the actions that will be taken to mitigate them.
Our interventions will be implemented through a variety of mechanisms, including community-based problem solving,
innovative institutional arrangements, training and technical assistance, among others. AMREF will continue to provide service
delivery but will use it as an implementing mechanism in the context of our three programme themes rather than solely as
a component of vertical, disease-based programming. Service delivery will also afford a learning opportunity, contributing
evidence for more appropriate policies and practices.
As we move through the next 10 years, AMREF will continuously monitor its interventions and evaluate progress. For our full
implementation, monitoring and evaluation plan we have developed a companion document to this strategy.
Organisational Arrangements
AMREF’s Board of Directors ensures that AMREF is managed according to the strategy and policies it approves. This encompasses
its mission, its financial and human resource management, and takes into account the global framework within which AMREF
operates.
AMREF provides a flow of information to national offices and its partners to support fund raising. A comprehensive and userfriendly web site, presently receiving over 1 million hits every month, supports this information flow.
Implementation Mechanisms, Monitoring and Evaluation (M&E)
Ensuring quality where AMREF already works and finding cost-effective ways to extend AMREF’s footprint within Africa is part
of the new strategy. Moving forward, AMREF will explore three mechanisms: developing strategic alliances; extending AMREF’s
training programme with partners in new countries willing to provide facilities and staff; and creating regional hubs in the horn
of Africa, southern Africa and West Africa.
In conclusion AMREF, in collaboration with our partners, intends to keep the issue of closing the gap between communities and
the rest of the health system at the forefront of the development agenda for improving African health.
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Chapter 1:
Vision, Mission and Core Values
Vision
Better Health for the People of Africa
Mission
A M R E F 2 0 0 7 - 2 0 1 7 S T R AT E G Y
AMREF is committed to improving health and health
care in Africa. We aim to ensure that every African can enjoy the
right to good health, by helping to create vibrant networks
of informed and empowered communities and health care
providers working together in strong health systems.
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Health as a Human Right
AMREF believes that health is a basic human right and operates its programmes with a rights-based approach.
Pro-poor
AMREF identifies priorities and allocates resources on a pro-poor basis, giving priority to people and communities that we believe
to be the most vulnerable.
Empowered Communities
AMREF believes that communities are resourceful and that empowered communities are a prerequisite for improving individual
and community health. We work with and through communities, putting the interests and opinions of the communities first.
Strategic Partnerships
AMREF believes in strategic partnerships as a means to conduct successful and sustainable interventions. AMREF develops and
nurtures partnerships with like-minded organisations that share our core values and strategic focus.
Gender Equity
AMREF is committed to mainstreaming gender considerations in all of its interventions. As AMREF strives to abolish gender
inequities, we make a conscious effort to remove unfair practices and promote the well being of both genders.
Core Values and Beliefs
Non-discrimination
Adhering to international conventions, AMREF does not condone discrimination based on sex, religion, race or culture, internally
or in its programmes and interventions.
Professional Standards
AMREF sets high professional, ethical and medical standards and monitors these closely within our projects, among ourselves
and among those with whom we partner.
Transparency and Accountability
AMREF believes in honest communication, absolute openness, and the transparent use of influence, power and resources.
AMREF has zero tolerance for corruption, both within the Foundation and in our dealings with outside agencies.
Sustainability
Through advocacy and empowerment, AMREF aims to enable communities and the rest of the health system to sustain mutually
designed and implemented interventions.
Evidence-based Policy and Practice
AMREF uses its grassroots work with African communities to generate and document evidence aimed at influencing donor/
government policies and practices that bring about lasting benefits to the most vulnerable groups and communities.
Innovation
AMREF upholds a commitment to innovation in our work and the work of our partners. We constantly develop and encourage
new, effective methods and tools for improving the health of communities.
Environmental Protection
AMREF is committed to developing and maintaining sound, robust environmental protection policies in all of its activities.
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Chapter
2:
Background and Comparative Advantage
Background
The African Medical and Research Foundation (AMREF) was founded in 1957 by three reconstructive surgeons working in Kenya
who were concerned that rural Africans were failing to access the surgical care they needed. The surgeons concluded that if the
patients could not get to them, then they would go to the patients – and so the “Flying Doctors” were born. Continuing that
tradition of innovative solutions, AMREF today carries out pioneering interventions that catalyse healthcare improvements of
significant importance, in Kenya and beyond. The core programme has expanded to include Ethiopia, South Africa, South Sudan,
Somalia, Tanzania and Uganda. In addition AMREF has been a programme partner in several other sub-Saharan countries.
Over the past 50 years, the Foundation has continuously worked with the very poor (lowest economic quintile), marginalised rural
and urban populations, nomads, those in camps for internally displaced people, and those in situations of chronic insecurity. We
especially target disadvantaged communities that lack access to adequate healthcare and that have little opportunity to engage
with policy and decision makers to decide their health priorities. We also target those groups that are particularly vulnerable to
diseases of poverty (women, children and adolescents) and work with remote district hospitals and communities, clinics and
laboratories.
Working with Partners
Local Communities: Using a community-based approach, AMREF learns how communities view their own health, health care
needs and strengths, and how well they link to the formal health sector for services. Together we design and test models that
address targeted health issues, for example, the prevention and treatment options for a particular disease, or improving access
to a health centre or hospital. AMREF also invests considerable effort in building the capacity of local civil society organisations,
enabling them to decide on health priorities, to deliver and manage their own interventions and to work with the rest of the
health system.
Governments, NGOs, FBOs and CBOs: AMREF has been working constructively with sub-Saharan ministries of health,
ministries of education, NGOs, FBOs and CBOs to effect positive changes in health care policy and service delivery.
A M R E F 2 0 0 7 - 2 0 1 7 S T R AT E G Y
The Development Community: AMREF has forged strong working links with the international development community
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and universities (in and outside Africa) as well as with United Nations agencies. During the past 20 years, AMREF and these
partners have continued to test and implement new approaches to improve health within and for communities and to build the
capacity of health professionals to work with communities.
The Private Sector: AMREF engages with the private sector as a source of funding and, increasingly, through public/private
partnerships to harness the expertise of AMREF and business partners in finding solutions that are sensitive to community needs
and issues, and that increase community access to effective services.
Building on Success: Moving Forward with a New Strategy
The increasing burden of disease in the late 1980s and early 1990s, characterised by the emergence of drug-resistant malaria
and HIV/AIDS, saw AMREF placing emphasis on these specific disease control initiatives. The 2000-2005 AMREF strategy “Better
Health for the People of Africa” refocused AMREF’s role away from purely service delivery toward capacity building, operations
research and advocacy, concentrating on malaria, HIV/AIDS, TB, sexually transmitted infections, water and basic sanitation, family
health, clinical outreach services, and the development of training and learning materials.
By building on our successful past and current programmes, and by strengthening our community-based approaches, capacity
building and research efforts, we with our partners look forward to seeing significant and lasting improvements in the health
systems and health care of Africa.
Comparative Advantage
An International African Health Development Organisation
AMREF is unique as the largest international African health development organisation. AMREF’s uniqueness can be attributed
to its international structure developed around a strong African base. With headquarters in Nairobi, Kenya, the Foundation is
able to provide African-oriented technical expertise through its country offices in Africa, concentrating on the development and
implementation of AMREF’s technical programme.
AMREF has over 800 employees based in Africa, comprising a diverse and resourceful team with the skills, knowledge and experience to
face the challenges of improving health in Africa.
In its 50th year, AMREF is refining its strategy to take better advantage of its current programmes through an increased
focus on
•
community empowerment – empowerment that will enable communities to participate in health care planning, policy formulation, and health service delivery
•
the peripheral end of the health system, making it more responsive to communities
A Strong Network of Northern Partners – The International Forum
AMREF benefits greatly from strong international links through 12 European and North American affiliate offices that support
fund raising, build awareness of AMREF and its programmes and take AMREF’s African voice to policy and decision-makers in
the North. These northern AMREF offices are part of the “one AMREF” and fully participate in the implementation and outcomes
of AMREF’s strategy.
Successful, Innovative Health Activities
AMREF develops, tests, evaluates and promotes the adoption of best practice models that are appropriate, relevant and
affordable; focuses on training and capacity building at all levels; and influences policy-makers to make changes to policy and
practice based on evidence-based best practices. Among the successful programmes implemented by AMREF in partnership
with governments and targeted for scaling up are the following:
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The Personal Hygiene and Sanitation Education (PHASE) Project was introduced in Kenyan primary schools, and in 200 the Government of Kenya adopted PHASE for nationwide scale-up. It is also being replicated in Uganda, Zambia and South Africa.
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The Tanzanian Ministry of Health adopted AMREF’s training curriculum for Community Integrated Management of Childhood Illnesses (cIMCI) at a time when the Government was beginning to make IMCI operational as the overriding national strategy for child health care.
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AMREF’s component of the Home-Based Management of Fever Programme in Uganda has influenced national policy makers to consider community drug distributors as essential partners in preventing malaria-related morbidity and therefore needing official recognition and motivation to become more involved.
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The Comprehensive Nursing Training Programme in Uganda has been adopted as a national policy and curriculum for the training of nurses in Uganda.
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The “Jijenge” Project in Tanzania that piloted male involvement in reproductive health through a rights-based approach is being replicated as a model by UNFPA in Tanzania.
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•
•
•
The “Angaza” Project in Tanzania has established a model for the rapid scale - up of HIV testing and counselling; the Government has now adopted the “Angaza” model to scale up HIV testing and counselling nationally.
The “Umkhanyakude” Project links traditional healers with health professionals in the formal health sector of South Africa to better manage HIV/AIDS, TB and other infectious diseases.
An e-learning project has been used to retrain 22,000 nurses in Kenya.
Through continued capacity building and research activities such as those
listed above, AMREF is increasing its empha on strengthening health systems
so as to ensure that they better serve the needs of poor and vulnerable communities. Over the next ten years, AMREF’s programmes will
focus on those areas that offer the greatest opportunities for enhancing
the capacity and participation of households, communities, civil society institutions and the health system.
The regional AMREF laboratory programme
hasplayedamajorroleindevelopingnational
laboratory policy in Tanzania, Kenya and
Uganda. It has achieved standardisation of
laboratory procedures with the East African
Ministries of Health through the regional
External Quality Assessment Scheme.
A M R E F 2 0 0 7 - 2 0 1 7 S T R AT E G Y
A Credible Health Development Organisation
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As a recognised partner in the health care arena, AMREF is well positioned to act as a facilitator and broker in linking communities
to their health systems. Others see this emergent role as essential in the fight against poverty and underdevelopment. A number
of factors contribute to AMREF’s dynamic Africa-wide and international reputation, including:
•
a non-political reputation that allows AMREF to act in ways that governments cannot; a reputation as a major facilitator in promoting African health initiatives
•
an African headquarters able to provide management, technical and administrative expertise to support its work on the continent
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country offices concentrating on development and implementation of AMREF’s technical programme
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trust, established over 50 years with governments and communities as an organisation that provides expert opinions and advice based on practical experience on the ground
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a network of collaborating agencies – civil society partners at community level, ministries of health, ministries of education, NGOs, training institutions and international organisations working in health sector development in Africa; and partnerships with world-renowned institutions including the London School of
Hygiene and Tropical Medicine, the DFID WELL consortium, Johns Hopkins University, UN agencies, major donors and African medical institutes throughout the continent
•
local and international recognition and credibility that has seen AMREF win two major global prizes in the past decade: the Hilton Humanitarian Prize in 2000 and the Gates Global Health Award in 2005
Strategically, AMREF has always implemented its
activities in close co-operation with governments
but at the same time ensures the Foundation’s
independence. This has enhanced AMREF’s convening
capacity, and as a result, we have been able to bring
NGOs, governments, and various other development
actors together with minimal formalities. A prime
example is AMREF’s facilitation of the harmonisation
of regional AIDS/STD approaches in East Africa, which
has resulted in participation by ministers of health and
their senior technical staff.
AMREF’s credibility as a health development
AMREF’s Training Programme - Diploma in Community Health
(DCH)
AMREF has an Africa-wide training programme that provides
established health professionals with appropriate skills and tools to
work more effectively with communities and their informal health
sectors. Training for the DCH, launched in the early 1990s, has
attracted over 480 students from 27 countries in sub-Saharan Africa.
It has been accredited as a joint training programme of AMREF and
Moi University, one of the largest health training universities in
Kenya. By maintaining contact with the graduates, AMREF has built
relationships with a cadre of individuals who can help advance our
strategy. contact with the graduates, AMREF has built relationhips with
a cadre of individuals who
A Commitment to Strengthening Our Capabilities and Maintaining Institutional Integrity
AMREF is committed to learning from its work in order to strengthen its programmes. We ask critical questions about the valueadded in all our work; we are self-critical and do not settle for second best. We learn from our successful interventions and from
those that succeed less well. AMREF is open to constructive criticism from our partners, peers and competitors, and we listen.
We place great importance on ensuring quality control in all of our programmes and management systems. We carry out our
own internal project evaluations, both mid-term and final. External assessments of the whole organisation were carried out
in 2000/1 and 2005/6 by CIDA and Sida, both key funders of AMREF. These evaluations have added significantly to AMREF’s
planning process, taking into account past shortcomings and successes. Over the last four years, AMREF has also been involved
in an organisational strengthening programme that has improved its technical leadership and the quality of its programming.
AMREF regards accountability and transparency, especially in the area of financial controls, procurement and project management
as essential to maintaining our integrity and credibility. The risk-based internal audit function serves to ensure accountability
in our financial dealings and supports the effectiveness and efficiency of our interventions. To meet our legal obligations, an
international audit firm carries out an annual external audit. Independent project audits are undertaken at donor request. As
an organisation that promotes “openness”, AMREF considers all of these audits within the public domain and shares the results
willingly. A final measure of fiscal responsibility is the oversight function exercised by the Audit and Finance Committee of the
Board of Directors.
organisation in eastern and southern Africa is unmatched, and its potential for having increased impact in other parts of the
continent is growing. AMREF has taken a leadership position in advocating western donor support for strengthening African
NGOs so that these can provide technical assistance to their own health systems.
15
Chapter 3:
The Gap in the Health System
Introduction
Over the past ten years there has been a dramatic upsurge in funding for health-related programmes in the developing world.
By 1999 total donations from the G8 countries were $865 million dollars (including HIV/AIDS treatment), a more than 10-fold
increase in three years. In 2003 the US Government’s PEPFAR programme designated 15 billion dollars for HIV/AIDS. OECD
donations for health also increased dramatically. In 2002 the Global Fund was created, with a focus on HIV/AIDS, TB and malaria,
and since then it has dispersed $3 billion. In addition several poor countries in sub-Saharan Africa (e.g., Tanzania, Zambia, Central
African Republic) have increased spending on health care to equal roughly 10 per cent of their budgets. Kenya doubled its
spending on health care from $6.50 to $14.00 per capita in the past 5 years. 1
Private foundations have also increased donations; for example between 1995 and 2005 the Bill and Melinda Gates Foundation
has provided approximately $6 billion, $2 billion of that for HIV/AIDS, TB and malaria. 2 Between 1995 and 2005, giving by US
charities for health and research totalled $22.4 billion for domestic and foreign health programmes and research. In 2006 the
World Bank designated $87 million for HIV/AIDS, TB and malaria and $250 million for maternal and child health. 3
Despite the increased expenditures on major diseases, the African health crisis progresses relentlessly, creating many challenges
and dilemmas for policy makers and the managers of health systems. It has been said that 80 per cent of health is created at
home and in the community, and 20 per cent is repaired in clinics and hospitals; it has become clear that, recently, donors and
health systems have focused too much on the 20 per cent and not enough on promoting health.
Although there has been some success in the prevention and treatment of key diseases, all is not well with the health system as
a whole. The focus on disease-based funding has distorted health planning and, unintentionally, has isolated communities from
decision-making and resource allocations. The breakthroughs in HIV/AIDS treatment have come at the same time that maternal
mortality and life expectancy have worsened. Maternal mortality is in many ways a proxy measure of the effectiveness of health
systems as a whole, and life expectancy is an indicator for child health, and remains so despite the impact of HIV/AIDS.
It is clear that we need revised perceptions of health systems and corrective strategies.
A M R E F 2 0 0 7 - 2 0 1 7 S T R AT E G Y
The Health Context
Evidence of the health crisis abounds and is reflected in a decline in several key health indicators and a lack of attention to
continuing threats. For example, over the past 10 years
in many countries of sub-Saharan Africa
•
child and maternal mortality rates have increased or stagnated at unacceptable levels
•
equity gaps have increased
•
life expectancy has decreased (1/2 – 2/3 of the life span of well to do populations)
•
those infected and affected by HIV/AIDS continue to be underserved, including orphans and those who will never have access to ARVs
•
chronic conditions including diabetes and high blood pressure, mental illness, and injuries from domestic violence and child abuse receive insufficient attention4
The direct and indirect economic costs of disease and ill health in Africa have been shown to be staggering and because of
HIV/AIDS are growing 5. Africa has 14 per cent of the world’s population, but 69 per cent of the world’s HIV infections. AIDS
1. L. Garrett, The Challenge of Global Health, Foreign Affairs, Jan-Feb 2007. This paper has excellent information on how increased spending on vertical programming has had mixed results. 2. Bill and Melinda Gates Foundation, Global Health Program, Seattle WA, www.gatesfoundation.org 3. L. Garrett, 2007.
16
is having a debilitating effect because of prolonged illness and
treatment. It is leading to depletion of household savings and
assets, and is worsening already unbearable poverty in African
communities.
TB in often drug-resistant strains has emerged in association
with HIV/AIDS, reaching epidemic proportions on the continent,
with prevalence estimated by WHO at 518 per 100,000, and a
mortality rate of 81 per 100,000. About 10 per cent of TB deaths
occur among children under age five. Treatment is not enough;
HIV and TB require not only medical care, but also careful follow up for compliance and for detection of treatment failures.
Stigmatisation is still rampant in many countries and will remain so until communities become educated and sensitised.
It is estimated that about 80 per cent of the world’s episodes of malaria occur in sub-Saharan Africa, however only 8 to 25 per
cent of people with clinical symptoms of malaria seek care at a health facility, and the majority of deaths occur in the home. It is
Africa’s leading cause of under-five mortality (20 per cent) and constitutes about 10 per cent of the continent’s overall disease
burden, accounting for 40 per cent of public health expenditure and consuming 25 per cent of available household income. As
drug resistance spreads and transmission patterns alter with environmental and climate change, malaria will continue to present
major challenges to health systems. 6
Of the 39.6 million people living with HIV in 2005
globally, 24.5 million were in sub-Saharan Africa.
Sixty per cent of new infections occur among women
and young people. The high AIDS -related mortality in
Africa is responsible for the estimated 12 million AIDS
orphans on the contunent, compared with 15 million
globally (UNAIDS/WHO, Report of the Global Aids
Epidemic, May 2006).
Maternal mortality rates in Africa are high and, as noted earlier, on the rise in some countries (typically between 500 and 1000
per 100,000 pregnancies). Malaria is thought to be responsible for up to 20 per cent of all deaths among pregnant women.
Underlying this unacceptable maternal mortality rate are substandard prenatal care, poor access to emergency obstetric care
and treatment for infections, and a high risk of STDs.7
Although there are no complete figures on abortion, it is estimated that about 1.5 million abortions take place each year in Africa.
African countries have the highest adolescent pregnancy rates in the world. It is reported that about 40 per cent of girls have
given birth by the age of 18, with a large proportion of pregnancies unintended, underscoring a continued need for education
on family planning options and availability of methods. Pregnancy in very young girls is associated with increased mother and
child morbidity and mortality, and early entry into reproductive life increases the risk of anaemia, malnutrition, and sexually
transmitted diseases including HIV, in addition to the risk of obstructed labour.
At 38 births per 1,000 people, the birth rate far exceeds the mortality rate of 14 deaths per 1,000. Consequently, the population
of the continent is expected to rise from more than 900 million as of this writing (more than 700 million in sub-Saharan Africa) to
1.8 billion by 2050. Young people aged 10-24 years old constitute 33 per cent of the population, while 43 per cent are children
under 15. Unfortunately, despite the increase in health expenditure, it has not kept pace with increasing population.
The prevailing low literacy levels among women, the huge disparities in educational opportunities for girls and the impact of
poverty on education for all children will continue to exacerbate the health situation. Traditional gender roles and responsibilities
deepen gender inequity and make women more vulnerable to poor health; men often remain uninvolved in family health issues,
although they are the decision makers of the family.
In summary, whilst curative services must be efficient and effective, greater attention must be given to preventing ill health and to
strengthening the effectiveness of health systems. To date much of the programming that has been made possible by increased
spending has been vertical, disease-oriented, and has given insufficient attention to a holistic approach to managing health.
4. WHO, The World Health Report 2005, Making Every Mother Count; World Bank, World Development Report 2005; Sub-Saharan Africa Demographic and Health Surveys see http://www.measuredhs.com/pubs/browse_region.cfm 5. WHO/UNICEF, The Africa Malaria Report, 2003. 6. Ibid
7. Ibid
17
With vertical programming, there are few occasions for African
communities to voice their concerns, have input into projects and
interventions taking place in their own communities, or have their
own approaches to disease management examined and, where
appropriate, integrated into programmes. While recipients of
donor money are often aware of infrastructural, cultural or human
resource constraints in the communities where they work and for
which they are responsible, their hands are tied by vertical disease
programming that does not necessarily examine access and equity
issues.
In Kenya, the country’s public health and medical
systems are seriously compromised. Over the last
ten years, the country has lost 1,670 doctors and
3,900 nurses to emigration and thousands more
nurses have retired from the profession. Morale
is low in sub-Saharan Africa where doctors and
nurses lack the infrastructure, tools and medicines
to save lives.
(L. Garrett, p. 28)
The Human Resource Context9
A parallel crisis affecting Africa’s health workforce is a major contributor to the weakening of health systems. Low salaries, poor
working conditions, limited opportunities for professional development, limited supportive supervision, low staff morale, poor
governance, weak management, political violence in several countries, and HIV/AIDS are responsible for a rapidly deteriorating
state of staffing in health services. It has been estimated that HIV/AIDS accounts for between 19 and 53 per cent of all deaths
among government workers in sub-Saharan Africa.10
A M R E F 2 0 0 7 - 2 0 1 7 S T R AT E G Y
Because aid and loans constitute a large proportion of many governments’ health budgets, international agencies and donors
are a major influence on policy-making. Neither governments nor donors have explicit human resource policies, and the
growing “global labour market” for health professionals is contributing to severe distributional imbalances. As in most countries,
Africa’s health professionals are concentrated in urban centres; others have left their countries or the continent altogether. It is
estimated that every year Africa is losing about 20,000 skilled health workers through external migration. 11 The failure of health
professionals to find employment in the formal sector (internal migration) is as great a problem if not greater. “Push factors”
combined with “pull factors” (demand for human resources in wealthier settings) are also generating large-scale migrations of
top-level medical personnel from poorer to wealthier regions within Africa and from the African south to the OECD in the north.
Professional mobility and internal losses have become so significant that it is impossible to reverse or ameliorate the human
infrastructure crisis without addressing the forces operating on the health labour force. 12
Another facet of the human resource problem is the quieter but steady erosion of health worker training institutions in many
African countries. In some countries, training institutions have borne the brunt of political instability and economic hardship.
Initially designed to follow a western medical model of training health professionals, these institutions do not have the resources
to update and realign training through curriculum change and teaching methods to make it more relevant to Africa’s health
needs. Lack of public/community health capabilities is often cited as a major problem among the graduates of these institutions,
and consequently there is lack of public health leadership in the health systems in which they work. The training institutions
are unable to balance the bias towards clinical (and increasingly commercial) medicine with Africa’s huge need for preventive
health services. Medical training institutions and their graduates, moreover, have been disconnected from the policy reforms of
the past decade.
According to the World Bank, decentralisation, prioritisation, and privatisation have generated, at best, mixed results for
healthcare. These policies have failed to revitalise the public health sector, while unregulated, private commercial clinics and
non-profit NGO/FBO activities have grown. The number of trained health workers in the formal public health sector (regularised
jobs) are most likely being fast outpaced by the number of untrained and unregulated workers in the “informal health sector,”
8. UNFPA, State of the World Population Report, 2006. 9. For additional background information, see M. Clemens, Do visas kill? Center for Global
Development, 2006.
18
The Gap Between Communities and the Rest of the Health System
With significant increases in health care spending over the past few years by donors and African governments, an unavoidable
question arises. Why are we not seeing better results? While the foregoing statistics may be in part attributable to HIV/AIDS, it is
AMREF’s position that we need sustainable programmes in effective and efficient health systems that focus not only on curing
diseases, but also on preventative health services.
To take just one example, poor sanitation in communities and lack of proper food are directly linked to common poverty-linked
infections and nutritional diseases that result in over one half of childhood deaths before the fifth birthday. In addition, lack of
access to quality services compounds utilisation issues. Of HIV clients in Kwa Zulu, Natal, 80 per cent go to traditional healers first
rather than a health centre. 13
The crisis affecting African health systems manifests itself in many ways. There are policy-making, regulatory and governance
issues; there are challenges of infrastructure, including roads and telecommunications; and there has been a failure to ensure the
link between communities and the rest of the health system.
as these traditional and private systems expand to fill the need for services. This situation has led to increasing “out of pocket”
expenditure for health care and further loss of equity.
Historically communities have been seen as closely tied to health systems, but not necessarily part of the system. In addition, the
recent emphasis on disease treatment has resulted in governments and donors giving insufficient attention to the needs and
voice of communities.
The gap between communities and the rest of the health system is reflected in the following, among others:
•
barriers to communication that compromise the ability to share information and a reluctance to guarantee communities a voice in decision making
•
a disconnect between the informal health sector (e.g., community-based health care workers and traditional service providers) and those in the formal sector
•
missed opportunities to increase health promotion and preventive care efforts in communities
•
attendant problems of access to, and utilisation of, quality services
•
weak data collection and research on community health needs, strengths and weaknesses for appropriate policy formulation
•
compromised or ineffective referral systems and access to specialist services
Moreover, because existing health systems are structured, funded and managed largely as disease treatment systems, resource
allocations, accountability and monitoring, and the attendant mindset of health professionals are dictated more by the needs of
treating diseases than by prevention and health promotion. Similarly data collection on health issues is based on health facilities,
and excludes information about what is happening in communities. For example, health data does not include changes in
behaviour or lifestyles and therefore cannot inform planning on these essential health determinants.
Lack of capacity for health information management and technologies is an important constraint to evidence-based health
service programming, health surveillance, and service delivery. Furthermore, critical information is collected and stored by other
sectors, but inter-sectoral harmonisation of the systems is lacking. It is unlikely that improvements in the quality and efficiency of
10. L. Twafik and S. Kinoti, The impact of HIV/AIDS on the health sector in sub-Saharan Africa. The Issue of Human Resources. The Sara Project, Academy
for Educational Development, Washington, D.C., 2001. 11. K. Blanchet et al., One Million More, Mobilising the African Diaspora Health Care Professionals for
Capacity Building in Africa, The Save the Children Fund, 2006. 12. WHO, Making Every Mother Count, The World Health Report 2005; The World Bank, World
Development Report, 2005. 13. “Umkhanyakude” AMREF’s Traditional Health Practitioners Project in South Africa.
19
health services available to communities can be achieved without basic health information collection and processing systems,
including increasing the routine use of information for health programming.
Poorly directed health financing has also hastened the deterioration of peripheral health system infrastructure where it
existed, further undermining the protection, quality and efficiency of basic services at community, health centre and the
district referral levels. This situation is exacerbated by poor and weak transport management, skewed staff deployment, weak
support and supervision of peripheral health services by higher levels, lack of appropriate continuing-education opportunities
for health workers at these levels, poor access to essential medicines, and dilapidated medical equipment coupled with poor
maintenance.
In response to increased disease burdens and human resource depletion, community structures have often gone their own way.
Community-based organisations, traditional providers of health care, community health workers and others have recognised
the necessity of taking on added responsibility for health care service delivery. 14 The private sector is also expanding in
communities, but it remains largely unregulated and CBOs often fail to be open and transparent in their management practices,
including accounting for funds.
Although the community-based health care (CBHC) approach is people-driven, potentially empowers and leads to greater
equity, it has largely been sidelined by governments’ focus on national agendas and vertical disease programmes. CBHC has
also mistakenly been seen as a low-cost solution. In recent years communities have relied on themselves for resources, while
governments have concentrated their diminishing resources in the secondary and tertiary curative services, thus marginalising
the CBHC approach. Therefore CBHC must be revisited and subjected to analysis to determine the best options for financing.
A M R E F 2 0 0 7 - 2 0 1 7 S T R AT E G Y
Because the national health systems have been and continue to be the main vehicle for ensuring access to health care, a focus
on community needs and strengths would constitute a paradigm shift from government to community-driven health care.
For this shift to become a reality, clearer recognition and understanding of the issues need to be developed among the African
leadership as well as among the international community. There also may be innovations in Africa that are relevant to closing
the gap between communities and the rest of the health system that neither governments nor the international community
has recognised. These innovations should be identified and subjected to an analysis that moves beyond previous frameworks.
Ultimately, health research, research on human resources for health, and high-level advocacy will be necessary to elevate the
issue of community isolation to a position where political commitment will be forthcoming to create effective solutions.
Closing the Gap: Catalysing a Community Movement for Better Health in Africa
In developing its strategy for 2007-2017, AMREF is looking
differently at service delivery, partnering, capacity building and
research. As the preceding statistics in this chapter indicate,
vertical programming for service delivery, especially during the
past 10 years, has come up short and needs refocusing. Therefore,
AMREF shall not do service delivery for its own sake but rather as
a mechanism to test service delivery models and to strengthen
the participation of communities in the health system. We
also aim to develop and advocate a vision of a mixed publicprivate system that works, despite an environment dominated
AMREF’s “Umkhanyakude” Traditional Health
Practitioners Project in South Africa links the MOH
with traditional healers to the benefit of both, and
the communities they serve. Among many other
things, traditional healers have learned how to avoid
transmitting HIV, to avoid contracting TB from their
patients, and how to keep health records. In turn,
the MOH recognises the healers’ competencies
and works with them to track and refer patients,
especially those on ARVs and DOTS therapies.
14. A. Haines et al., Achieving Child Survival Goals: Potential Contribution of Community Health Workers. The Lancet, Published online, March 6, 2007
(www. thelancet.com)
20
In formulating this vision, African health professionals (doctors, nurses, dentists, pharmacists) and the client communities must
be engaged, along with the next generation of youth whose potential future careers in the health sector will be affected. The
future vision must include multiple actors working together, including government, civil society (NGOs, FBOs, and CBOs, etc.),
as well as traditional health care providers and the private sector. A new approach to and level of community participation is
needed, so that communities are not just used as sources of information and data collection, but are fully integrated in planning,
implementation and evaluation of programmes. Radical reforms and new innovations, including the scaling up of best practices,
are needed. These innovations may include the development of entirely new cadres of briefly trained, modestly salaried,
community-based health workers.
Catalysing a community movement for better health in Africa through enhanced partnerships with civil society and through
capacity building in communities to increase demand for quality and efficient service delivery would strengthen the health
system, and enhance participation and accountability. AMREF will contribute to this process by strengthening the capacity of
different actors within the health system to understand, monitor and respond to disparities in health status at the community
level. The Foundation will bring its 50 years of experience to bear on strengthening health systems – and helping to close the
gap between communities and the rest of the health system. Opportunities for AMREF’s programming lie in the generation and
use of information, capacity building and advocacy for the promotion of best practices affecting gap issues. AMREF’s actions
over the next ten years will begin to chart a path for the longer-term realignment of social investments for building people and
institutions for better health, and will focus on building that sorely needed African leadership.
by uncertainty and political and economic fragility. This vision must move beyond the vocabulary of the past – “health sector
reform”, manpower planning” or “health for all”.
At the same time, AMREF recognises that building a human and institutional infrastructure for good health is not a “quick fix”
but a long-term challenge. Achieving the UN Millennium Development Goals by 2015 will require sustained social investments
in human resources. Actions need to be undertaken by governments, educational institutions, and international agencies,
including private foundations and international, regional and national NGOs. African leadership and ownership are essential,
but international responsibility is also important to navigate an increasingly global world. Localising the MDGs would be a step
in the right direction. Longer-term financing as opposed to short-term project support will be vital to facilitate this search for
solutions.
21
Chapter 4:
The Strategy
Introduction
AMREF’s strategy for 2007-2017 is designed to build on its strategy of the last five years with added emphasis on community
empowerment and engagement in the health system. We aim to create a revitalised culture in the African health care arena, such
that communities become an integral partner in a vibrant health care system, and where especially the poor and marginalised
can achieve their full health potential, as is their right. By making communities the fundamental organising principle of the health
system, individual/ community access to and use of health care opportunities should be less constrained by their circumstances,
such as socio-economic status, gender, or geographic distance.
With this strategy AMREF will actively facilitate the engagement of communities in their health care, from planning through to
implementation and evaluation of prevention activities and service delivery. AMREF will also strengthen the capacity of health
systems to understand, monitor and respond to disparities in health status at community level, and will, with our partners,
develop, test and scale up equity-enhancing interventions that improve people’s access to and use of health services.
We recognise that there are many policies and practices that contribute to the gap between African communities and the rest of
the health system, and that AMREF does not have the capacity or the resources to deal with all of them. We also recognise that
poverty and gender inequities, especially the failure of men to contribute to the health of their families, exacerbates the gap.
Therefore we will focus on AMREF’s comparative advantage and make appropriate programmatic choices. We will supplement,
support and strengthen efforts made by communities, governments, and civil society to strengthen health systems.
During its 50-year history, AMREF has established its reputation as a provider of quality health service delivery. In this strategy
period, AMREF will continue to support service delivery (increasingly through local partners), but it will not be an end in itself.
Knowledge will be a core product of our strategy. AMREF will learn from and use this knowledge and practical on-the-ground
experience to test new models and share knowledge of what works and why, in order to have greater impact on policy and
practice across the continent.
Goal Statement
A M R E F 2 0 0 7 - 2 0 1 7 S T R AT E G Y
To advance Africa’s health by catalysing an evidence-based movement aimed at reducing the gap between communities and
the rest of the health system.
22
Programme Drivers
Forging the link between communities and the rest of the health system demands holistic, integrated and cross-cutting
approaches, driven by the needs of the community. However AMREF is well aware that much of its funding will continue to
come through programmes that are disease-based, and that the internal and external pressures to revert to purely diseasebased interventions will be compelling. To counteract these pressures and ensure that AMREF acts in a holistic way, we will
use a series of programme drivers that are cross-cutting and process-based, and reflect our core values. Programme drivers
will operate on two levels: 1) overall cross-cutting drivers for all programme themes; and 2) specific drivers listed under each
programme theme below. Every intervention, and especially those funded by vertically driven programmes, will be expected to
respond to the programme drivers. In this way AMREF will ensure that it remains focused on its strategy goal.
Programme Themes
Informed by the African health crisis, AMREF’s comparative advantage and five decades of experience working with communities
and health systems in the region, the AMREF strategy will be pursued through three interdependent programme themes. These
themes respond to specific core issues that create and sustain the gap:
Overall Programme Drivers: In implementing the programme themes of this strategy, AMREF and its partners will ensure
that:
•
health interventions and projects are pro-poor (identify the people most in need) and are accountable to the people they serve
•
culture, including customs, beliefs and behaviour is taken into account in our interventions, especially those that have a bearing on health at the community level and that may affect disparities in health access
•
gender is mainstreamed in all activities
•
pertinent information is communicated within the system in such a way that disparities and changes in health status can be monitored and the appropriate responses taken
•
health systems have the capacity to respond and to evolve
•
all stakeholders strengthen and contribute to the health system
23
This programme theme is grounded in health as a human right. For health systems to better meet the needs of the poor,
they must place people and communities at the centre, ensure wider access to indigenous knowledge, promote enlightened
leadership and develop partnerships with like-minded organisations.
With disease-oriented programming, most poor and disadvantaged communities in Africa have become largely isolated, nonparticipants in the delivery of their own health care or in policy formulation that affects their health. Low participation of African
communities in the governance of the affairs that concern their health has also meant that there is little community voice in how
national resources are deployed and used.
Strategic Objective: To create community movements and organisations that will ensure that communities are an integral part
of a responsive health system, and to harness community resources for improved health service delivery.
Specific Programme Drivers: All interventions within this theme will generate knowledge relevant to at least one of the following:
•
the creation of more powerful organisational forms such as partnerships, networks, advocacy forums and public-
private - community partnerships as vehicles for change
•
community participation and ownership
•increasing male involvement in ensuring the protection of the right to good health, and in promoting the improvement of the health status of women, children and adolescents
A M R E F 2 0 0 7 - 2 0 1 7 S T R AT E G Y
Entry Points: Marginalisation, vulnerability and the risk to health underpin this programme theme. Children, young people,
women of reproductive age, and the workforce in poor rural, urban, and emergency settings are most marginalised and vulnerable to health problems and need to be recognised as actors in the system. With health promotion and prevention as an overarching agenda to bring about behaviour change and promote conditions that enhance good health, this programme theme
will focus on the following groups:
24
Children under five years old: In addressing the determinants of health in children under five years, AMREF will consider access to health care and the processes that affect:
•
prevention and integrated management of common childhood illnesses at the household and primary health care levels: malaria, acute respiratory infections, acute diarrhoeal diseases, immunisable diseases and childhood nutrition
•
prevention, early diagnosis and treatment of malaria in children including equitable access to long-lasting insecticide treated nets (LLIN) and malaria diagnostics
•
prevention of mother-to-child transmission of HIV
•
enhancing care and treatment of AIDS and TB in children, including HIV and TB diagnostics and paediatric drug formulations
•
promotion of personal and food hygiene, clean water and basic sanitation at the household level as a means of preventing childhood illnesses
Pre-adolescents, adolescents and youth (5 to 24 years): In addressing the determinants of health among pre-adolescents,
adolescents and youth, AMREF will consider:
•
giving pre-adolescents, adolescents and youth a voice in the development of appropriate health care provided in a friendly way.
prevention, care and treatment of HIV and AIDS through health promotion, youth- friendly HIV testing and counselling, antiretroviral therapy and management of opportunistic infections including, TB
promotion of sexual and reproductive health, including psychosocial life skills, substance abuse prevention and education on sexuality and family life
protection against gender-based violence
promotion of personal and food hygiene, clean water and basic sanitation in households and institutions such as schools
promotion of children and youth as change agents
Women of reproductive age: The AMREF community health response to improve maternal health will consider:
•
protection of reproductive rights, including promotion of informed choice and protection against gender-based violence
•
prevention, care and treatment of HIV and AIDS through health promotion, HIV testing and counselling, antiretroviral therapy and management of opportunistic infections, including TB and sexually transmitted infections
•
promoting access to and utilisation of reproductive health services for safe motherhood, including family planning, safe obstetric care and the management of complications of pregnancy
•
prevention and management of malaria in pregnancy
•
promotion of maternal nutrition
•
promotion of personal and food hygiene, basic sanitation, improved access to clean water as determinants of maternal health
•
•
•
•
•
The workforce: The AMREF community health focus on the workforce will consider:
•
supporting the links between workplace programmes and communities
•
prevention, care and treatment of HIV and AIDS through health promotion, HIV testing and counselling, antiretroviral therapy and management of opportunistic infections, including TB and sexually transmitted infections
•
prevention, care and treatment of malaria in the workplace through health promotion
•
promotion of personal and worksite hygiene and safety to prevent infections and injuries
Anticipated Outcomes:
Community – Health System Partnerships
•
the creation of a growing coalition of influential, like-minded organisations, including community partnerships, networks, advocacy forums as well as public-private-community partnerships as vehicles for change
•
national policies that recognise community structures and institutions as integral to health improvement for communities
•
health systems that effectively include community structures and institutions in health improvement processes
•
health systems that respond to the health problems and needs of their communities
Harnessing Existing Community Resources
•
communities that are capable of identifying their own strengths and weaknesses, health needs and threats
•
community participation in, and “ownership” of, health care planning and services
•
communities that demand and use quality health services
25
Capacity building is the process by which individuals, groups, communities and organisations increase their ability to perform core functions. For both the formal and informal sectors of the health system, the priority areas AMREF will address are:
•improving health management information systems (HMIS) at community level and their links to existing MOH systems
•
human resource development, including improving the skills of health care workers, especially community health workers and other community members
•
organisational development in health-related organisations, including development of institutional and legal frameworks
Strategic Objective: To enhance the organisational and technical capacity of health systems and CSOs to improve quality of
care and respond to community health needs.
A M R E F 2 0 0 7 - 2 0 1 7 S T R AT E G Y
Specific Programme Drivers: Eventually all of the programme drivers will have an impact on the capacity building theme, but knowledge generation in the following areas is considered particularly critical:
•
essential skills required for the management and delivery of quality health services that meet the needs of women, men, children and adolescents
•
systems and tools that facilitate the delivery of equitable and effective health services
•
organisational capacity that improves access and quality of service, and facilitates partnership with communities in the delivery of equitable and efficient health services
Entry Points:
•
MOHs
•
Communities/CSOs and health actors that influence health provision at the community level, including
•
planners, policy makers,
•implementers and providers,
•
trainers/supervisors
•
training institutions and other facilities
26
HMIS
•
the development and testing of community-based HMIS and their links to other health planning systems
•
community health systems that are more effectively capturing and using available information/evidence
•
the adoption and use of pro-poor community-based health planning, resource allocation and monitoring by ministries of health
Improved Quality of Care, Efficiency
•
the capacity of managers and service providers at the peripheral level of the health system strengthened to promote service efficiency and quality
•
skills improvement for diagnosis, treatment and specialised care at the peripheral end of health systems
•
knowledge that will encourage policies and practices to promote improved quality of care by all categories of health providers
Human Resource Deployment
•
strengthening peripheral laboratory services
•
the development and testing of new approaches for the rational development and deployment of human resources and health technologies
•improved technical and management skills applied to the health needs of communities
•
strengthened health governance in CSOs, CBOs, DHMTs and FBOs
•
strengthened community structures and systems for care and support of orphans and other vulnerable children
•increased, more formalised use of trained community-based health care workers
and traditional service providers
27
The need to strengthen research for influencing policy and practice is increasingly evident as health systems struggle to adequately respond to public health challenges. Many best practices exist within communities, but few resources are dedicated to developing the mechanisms to replicate them and bring them to scale.
Making health systems responsive to community health needs and priorities and redressing the disproportionate burden of
disease and emerging health threats affecting the poor are contingent upon generating a framework for community health
interventions based upon new knowledge and pragmatic policy options. Support for health systems research and policy analysis
can effectively harness community-based health information and build community and professional competencies that counter
health system failures and disconnects.
Strategic Objective: To generate and communicate the evidence for effective policy and practice that will have a positive impact on the interface between communities and the rest of the health system, and to advocate the adoption and scale-up of
best practices.
Specific Programme Drivers: This programme theme will generate knowledge addressing issues raised through the other two
thematic areas and relevant to at least one of the following:
•
health system improvements that can lead to closing the gap
•
culturally sensitive health planning and programming
•
health systems that take an integrated approach to health with special emphasis on public health and a shift away from purely disease-driven vertical programming
•
processes that encourage pro-poor health planning and financing
A M R E F 2 0 0 7 - 2 0 1 7 S T R AT E G Y
Research Agenda: In this strategy period AMREF and a wide range of partners will use operational and evaluative research and
policy analysis to generate credible evidence related to closing the gap between communities and the rest of the health system.
To this end, AMREF’s research will focus on:
•
the importance of community participation in effective and efficient health services – from health promotion to prevention to care
•
the role, engagement and integration of community health workers and civil society in the health system
•interventions that contribute to improving health worker competencies and retention
•innovative, integrated health programming at community level
•
approaches for organisational transformation for better health
28
As this research continues, AMREF will work with national governments and development partners at all levels to review/develop,
track and use community-driven health indicators in health system planning. At the same time we will identify a body of African
community-based best practices that can be translated into scaled up action.
Within this broad research agenda, we have developed the following research questions, which will be under continual review. AMREF is cognisant of the fact that there are, and will be, new and emerging health challenges on the continent, and we will
prime our research programme to be prepared to evaluate these in the context of this strategy.
1. What are the quantitative and qualitative indicators of the gap that can be developed to inform policy options and programme choices?
2. What is the evidence that engaging with community organisations and networks to enhance civil society participation in health systems will contribute to closing the gap, and what are the implications for policy and practice?
3.
What information do people require to pro-actively manage their own health?
4.
What are the equity- (social, economic, cultural) and gender-based barriers that prevent access to quality health care, and what are the community-based solutions?
5.
What are the barriers that prevent the integration of community health workers into the health system and how can these barriers be overcome?
6.
What is the optimum ratio (numbers against population) for community health workers in sub-Saharan Africa?
Research Questions:
7. Where are the opportunities to improve the role and performance of community health workers (including issues of equity, recruitment and retention)?
8. What are the best practices for community-based referral systems and their links to the formal sector?
9.
What are the options for retooling the skills of health professionals in the formal sector and enhancing their performance and job satisfaction in delivering quality health care at the peripheral end of the health system?
10.
What are the key components of a community-based health information system and how can they be linked to district and nationa HMIS?
11. What components of current disease surveillance systems should be extended beyond health facilities and applied at communit level?
12. How can the health system take a more integrated approach to managing the disease burden in communities?
13.
What is the impact of the unregulated, informal private sector on the health of poor communities, and what are the lessons for health policy and practice?
14. How can information communication technologies (ICT) and other appropriate technologies contribute to improving health outcomes in vulnerable communities?
15.
What are the key components of a strong community-based health-financing model that will help to close the gap?
16.
What is the state of community health in Africa (e.g., tracking expenditures, quality of care, relevance of programming accessibilit and utilisation of services, and community and civil society participation in health service delivery)?
29
Generating the answers to the research questions above will contribute to a better understanding of the causes of the gap
between communities and the rest of the health system. AMREF also expects to be able to identify and document evidence of
policies and practices that have had a positive impact on closing the gap.
Communicating the evidence to influence change is the ultimate outcome of this research theme. To provoke a reduction in
policy gaps and the scaling up of best practices, AMREF, working with relevant government ministries, development agencies,
the OECD and other strategic partners, will use the evidence arising from our research to:
•identify critical issues
•
coordinate responses to influence positive changes in community health care
Risk Analysis and Mitigation
We have considered the likely risks facing AMREF as we implement this strategy and have developed a set of actions to mitigate
them. The implementation plan will provide more detail; here we refer to the six major risks that AMREF has identified.
Risk
AMREF is unable to
•
Recruit a senior fundraiser to develop fundraising strategy and plan with targets
fund the new strategy – both for
•
Expand AMREF’s capacity for writing high quality proposals
institutional development and for
•
Dialogue with key donors on health issues facing Africa and on the relevance of the programmes.
AMREF strategy
•
Strengthen the interactions between AMREF and national offices to ensure a unified approach to strategy, proposal development and fundraising
•
Ensure and maintain cost effectiveness across AMREF
Can we effect change in health
•
Selection of partners will be critical: need clear criteria including very clear indicators of success
systems whilst working through
•
Involve partners in design and planning
partners?
•
AMREF will provide processes, supervision, coordination, facilitation and quality assurance
•
Implementation of the strategy must be a constant item on the senior management team agenda
•
Effective information sharing and communication
•
Review all job descriptions, roles and responsibilities across AMREF and adjust the appraisal system to ensure consistency with the strategy
For the strategy to work all AMREF
staff must buy into the strategy
A M R E F 2 0 0 7 - 2 0 1 7 S T R AT E G Y
and work together.
30
Mitigation
Failure
AMREF’s
•
Embed knowledge management in project plans, including time and money to carry out necessary information and knowledge will
to
manage
tasks
jeopardise the strategy. •
Build staff capacity for knowledge capture and management
•
Make documentation part of performance management and job descriptions
Failure to influence governments
•
AMREF will use existing participation in government annual reviews and planning processes to and donors will be an obstacle to
discuss emerging evidence
success. •
AMREF will ensure it is represented by the right people and that senior AMREF staff deliver difficult messages
•
Use reliable and well-documented evidence and communicate effectively
•
Continuous relationship building with MOHs and other partners
Changes in government and
•
Need to monitor external environment on an ongoing basis and regroup if necessary – this will be a donor
may
living strategy
threaten the relevance of the
•
Seek to influence governments and donors about the priority of strengthening health systems
agendas/policies
strategy. Implementation Mechanisms, Monitoring and Evaluation
In carrying forward AMREF’s strategy for 2007–2017, we will review our existing implementation system and structures and
modify and incorporate them as appropriate.
Implementation Mechanisms
The implementation mechanisms that AMREF will employ cross cut the three programme themes of this strategy and are
described below:
Community-based Problem Solving
Community participation is the process of involving communities in setting health priorities, and in planning, implementing
and evaluating interventions and activities. The process itself is empowering and builds competencies and confidence in those
involved. It is also a mechanism for mobilising human and material resources at local level for health development efforts. The
process entails a truly democratic dialogue with communities where not only is community involvement a right, but is also
part of the broader social development and realisation of human potential. Working together with the informal sector and
communities in true partnership will be a new challenge for many health workers in the formal sector, donors and academic
institutions. This challenge will be new to the communities too.
Chapter 5:
Innovative Institutional Arrangements
AMREF recognises that engaging with civil society at the programme level provides a number of advantages. Local and district
level CSOs work at the grassroots, close to communities, and are thus well placed to offer insight on the ground. They have a
wealth of experience from which much can be learned and are better placed than formal sector actors to work directly with, and
provide services to, the community. They can help identify and give a voice to community needs and are an important resource
for health promotion. Working with them facilitates community-based planning, joint identification and efficient utilisation of
resources and allows for more focused, effective and responsive interventions.
CSOs also represent important partners for local level advocacy. And, at national and international levels, partnerships with
CSOs provide important opportunities for creating alliances that speak with one voice and so provide a more effective means to
influence agendas. AMREF will work locally, nationally and within Africa to raise awareness of the importance of civil society in
promoting health improvement for all. Working with CSOs in consortia with specialised NGOs enables a complementary mix of
skills and experience.
Networking
Networking is a key feature of this strategy and will be promoted at all levels. The focus will be on strengthening cooperation
among ministries of health, NGOs, civil society, training institutions in Africa and AMREF. Efforts will be made to selectively
explore collaborative and mutually beneficial arrangements with northern institutions, and existing collaborative arrangements
will be reviewed to enhance the equity dimension of such initiatives.
Service Delivery
AMREF shall not engage in service delivery for its own sake, but as a mechanism for testing service delivery models that enhance
effectiveness, efficiency, quality and accountability at the community level. Service delivery will also be used to strengthen
the participation of communities in health systems, to test quality assurance mechanisms and to build the capacity of service
providers within district health teams, the informal health sector and communities. Service delivery without the opportunity to
learn will not be part of this strategy.
31
Technical Assistance
AMREF will build managerial and technical capacity of health development CSOs to enable them to more effectively take on
their roles and responsibilities and transfer skills to communities. This entails strengthening the capacity of CSOs to establish and
govern themselves, develop effective programmes, gain access to sustainable resources and adopt best practices. AMREF will
also assist CSOs to carry out needs assessments, baseline surveys, and the design, implementation, and M&E of interventions, as
well as to maintain HMIS systems that link to the formal health sector. AMREF, as appropriate, will act as their representative voice
and help them become more effective advocates for change. We will also use technical assistance to CSOs as a mechanism to
create a group of like-minded organisations that share AMREF’s commitment to strengthening health systems.
AMREF will work with governments, CSOs and communities to build their capacities to make the transition from curative-centred
programming to preventive care, health education and the promotion of good health. AMREF will place special emphasis on
those activities that link communities to the district level of health care. We will continue to promote the provision of technical
support from within Africa for community health and scale up models that reduce the gap between communities and the rest
of the health system.
Training
Training is one of the AMREF’s strengths and will be a key element of this strategy. AMREF will use training as a tool for
disseminating health information and for sharing knowledge and skills. Continuing and distance learning will be a core element,
and new training methods, for example using information technology, will be pursued. It is anticipated that AMREF’s training
programmes will be extended to other sites and countries through e-learning and strategic partnerships during this strategy
period. Opportunities will be explored for using e-learning in existing AMREF courses such as the Diploma in Community
Health.
Research and Knowledge Management
A M R E F 2 0 0 7 - 2 0 1 7 S T R AT E G Y
AMREF will continue to facilitate the development of innovative models for community participation in the improvement of
their health, as well as the documentation and dissemination of lessons from successful case studies. AMREF will work with CSOs
to enable them to contribute to setting the research agenda, and to unleash the underused human resource potential within
communities to carry out research themselves. Together with others AMREF will use evidence of the need for change, and will
encourage and support the scaling up of successful models particularly those that have been shown to enhance communitybased service efficiency and those that will promote closing the gap.
32
Operations research activities will be built into all programmes to ensure the continued collection of vital information and for
strengthening M&E. AMREF will continue to collaborate with other institutions to ensure the continued production of high quality
research in relevant areas of this strategy. This strategy places a premium on health systems and policy research. Documentation,
publication and dissemination of findings and lessons learned will be enhanced. Emphasis will also be placed on sharing of
experiential learning, on the exchange of ideas and on fostering dialogue in the region.
Evidence-based Advocacy
This strategy will integrate our project level experiences and research and use the resulting evidence base to influence policy
and practice regarding issues affecting the gap between communities and the rest of the health system. Our work to influence
policy and decision makers will involve all of AMREF; through our national offices in Europe and North America, AMREF has a
special opportunity to take African evidence and an African voice to policy and decision makers in the north.
Our evidence-based advocacy initiatives will make use of rigorously vetted information, and a coordinated plan for communication,
building an environment conducive to supporting intended changes to policy and/or practice. A successful evidence-based
Grant Making
AMREF uses grant making alongside a commitment to strengthen the governance and management skills of recipient CBOs
and NGOs. AMREF has systems in place to support grant making for issues that fall within AMREF’s overall strategy. This strategy
element will depend on resources availability.
Monitoring and Evaluation (M&E)
To ensure that the strategy goals and objectives are monitored and evaluated over the next 10 years, a full M&E plan will be
developed and modified over time as required. Existing quantitative and qualitative indicators will be adapted as appropriate,
and others will be developed and defined for both the successful implementation of the strategy as a whole and for specific
outcomes that contribute to realising the strategy goal. Milestones will be set at yearly intervals along with end-of-project
targets.
There will be a central reporting point at AMREF for M&E, and together with its partners AMREF will determine responsibilities
for monitoring and reporting on each indicator. Baseline surveys will be carried out as necessary, and data sources, collection
methods and schedules will be determined for both outcome and output levels. Limitations regarding data collection and
analysis will be identified from the outset and mitigated as much as possible.
advocacy campaign takes time to design and implement, and consequently AMREF will manage a limited number of campaigns
at any one time.
33
Chapter 6:
Organisational Arrangements
During the past four years AMREF has made substantial progress in revitalising its programmes through organisational
strengthening activities, developed as a result of AMREF’s desire to deliver cutting edge health development initiatives. Through
this process, AMREF has gained:
•improved technical leadership
•
a sharper focus in existing programmes based on simple assessments of our comparative advantage
•
a consistent approach to programme and project management
•
an increased focus on supporting the smaller country programmes in Ethiopia and South Africa (and the decision to temporarily withdraw from Mozambique)
•
strengthened proposal development
•
a greater capacity for communicating about AMREF to external audiences
•improved HR management (including an internal HIV staff policy)
This organisational strengthening has contributed to a doubling of the financial support for AMREF’s programme and project
portfolio over the past four years.
Governance
The Board ensures that AMREF is managed according to the strategy and policies approved by the Board. This encompasses
its mission, its financial and human resource management, and takes into account the global framework within which AMREF
operates. An important secondary role of the Board is to support management in fulfilling AMREF’s role as a service provider, as
a knowledge-based advocacy organisation and as a conduit for public and private funding.
A M R E F 2 0 0 7 - 2 0 1 7 S T R AT E G Y
The International Forum
34
AMREF and the national offices that make up the International Forum have recently taken the important decision that all are part
of one AMREF. This decision will have implications for programming and joint activities during this ten-year strategy period. The
alliance between AMREF and the national offices has been crucial to the development of AMREF during the past 50 years. During
the strategy period there will be four shared roles:
•
building awareness of AMREF and of Africa’s health agenda
•
working with existing and new donors to increase AMREF’s funding base and the amounts of restricted and unrestricted funding flowing to AMREF
•
jointly developing and using shared information systems for programme planning, financing and reporting
•
taking Africa’s voice for health to the capitals of the north through jointly planned lobbying and evidence-based advocacy
The International Forum is represented on the AMREF Board by its Chair.
AMREF works through senior management teams at the institutional level and in each country programme. These teams provide
a flow of management issues and decisions through the organisation. AMREF organises Annual Programme Meetings each
year that bring together middle and senior managers in country programmes and at the institutional level. The link between
programme management and the Board is through the Board’s Health Programme Committee.
Programme Management
AMREF has a new programme and project management system that encourages staff to take responsibility for specific tasks in
a standardised manner across the organisation.
This includes:
•
•
•
the design, funding, implementation and monitoring of projects that support AMREF’s mission and strategy
establishing decision-making boundaries
ensuring more efficient capture and dissemination of knowledge
The system provides the backbone for AMREF management, providing links to:
•
•
•
performance management
organisational capacity development
organisational knowledge management (including the systems to capture and manipulate that knowledge)
Programme Planning
AMREF is also reviewing and rationalising its institutional monitoring and evaluation framework and plan against the evolving
strategy.
Tracking Progress
The external environment in Africa and in each country programme will be monitored through the life of this strategy to ensure
that the document and AMREF’s programme remain relevant to the needs of Africa and its people.
Financial Systems
AMREF has a comprehensive financial management system that tracks income and expenditure across the organisation and
has links to procurement and inventories of stores and capital assets. A Finance Manual supports the management of AMREF’s
financial assets. The AMREF internal audit group (which reports to the Board’s Audit and Finance Committee) uses a risk-based
audit approach. AMREF’s finances are audited every year by an internationally recognised audit firm. Its annual accounts are
published.
Human Resource Systems
AMREF has an institutional HR group linked to HR capacity in all country programmes. HR management is directed by a Boardapproved HR manual, and is supported by the Board’s HR Committee.
Information Technology
AMREF has a dedicated IT function that supports email and Internet services throughout the organisation. Furthermore, the IT
team spearheads the development of databases at both the organisational and programme levels and participates in the design
and use of new ICT tools and methods in health improvement.
35
AMREF Country Programme Strategies
This institutional strategy provides the framework for the development of country programme strategies. Each country
programme strategy will pay special attention to its country context but will operate within the programme boundaries outlined
in the institutional strategy. Advisory councils in each country (an advisory board in South Africa) assist in setting priorities,
identifying opportunities and monitoring programmes.
Communications and the AMREF Brand
AMREF provides a flow of information to national offices and its partners to support fund raising. A comprehensive and user
friendly web site, presently receiving over one million hits every month, supports this information flow. The Board’s Fundraising
and Communications Committee also supports AMREF’s communication efforts.
AMREF has re-evaluated its brand and developed a common position. A brand book is available, and the organisation is now
well placed to speak with one voice about AMREF. We have agreed that AMREF is an international African health development
organisation and that all parts of AMREF, including our country programmes in Africa and our national offices in Europe and
North America, are part of one organisation. During the next ten years AMREF will work to maintain clarity in its brand and use
the power of its brand to foster the work of the organisation.
Financing
A M R E F 2 0 0 7 - 2 0 1 7 S T R AT E G Y
During the past five years AMREF’s total expenditure has grown from $19.4 million to $58 million. This growth has come from a
substantial increase in our project income. AMREF is receiving more grant money and larger grants. This is a result of a deliberate
policy to target bigger grants with longer lives and so make grant reporting more time and cost effective. We will continue this
policy.
36
Unrestricted funding supports AMREF’s institutional development, much of our internal technical leadership, our capacity for
research and our outreach to external audiences. The full implementation of this strategy over the ten-year period will require
$40.3 million of unrestricted funding to develop and maintain the necessary core institutional competencies. Since AMREF’s
unrestricted funding base has always been fragile, we have developed a ten-year plan for unrestricted funding. We will pursue
five options to increase the amount and security of unrestricted income, including:
•increasing the programme portfolio and thereby increasing the total amount of overhead recovery
•
Seeking new donors willing to grant the organisation unrestricted funds; these donors will likely be government agencies, individuals with personal wealth, foundations and corporations
•investigating novel ways of raising funds; for example, AMREF is currently exploring web-based giving
•
building an endowment fund and using it as a source of unrestricted funds
•
making use of fee income from a consultancy arm of the organisation
The Board’s Fundraising and Communications Committee will support AMREF’s new fundraising activities.
AMREF is often asked for our opinion on health issues affecting Africa, and we are increasingly an “African voice for health”. In
order for AMREF to strengthen its African voice we must have a presence beyond our existing “heartland” of East Africa, the horn
of Africa and South Africa. AMREF will therefore re-examine its geographic footprint during the coming ten-year period.
The politics of health development are such that AMREF will not have a credible voice without some form of presence in the subregions where we are currently not working. Addressing this situation involves ensuring quality where AMREF already works and
finding cost-effective ways to extend AMREF’s footprint within Africa.
In moving forward AMREF will explore:
•
developing strategic alliances, often involving technical assistance, to create a group of like-minded organisations willing to work together and ultimately to share management and technical capacities
•
extending AMREF’s training programme with partners in new countries willing to provide facilities and staff to deliver AMREF training programmes
•
creating regional hubs in the horn of Africa, southern Africa and West Africa
AMREF currently has no physical presence in West Africa, and the first priority for this hub will be to pursue partnerships with
governments and health institutions in the region. The regional hub for West Africa will initially cover both Francophone and
Anglophone countries. AMREF will also use strategic partnerships and alliances to host the regional hubs to avoid the massive
up-front expenditure required for new country programmes. These partnerships will provide AMREF with a cost-effective and
flexible mechanism for responding to new country programme opportunities.
Geographic Footprint
In East Africa, where our country programmes are mature with established infrastructure and programme portfolios, a regional
hub will not be created. However, opportunities for the sharing of core resources and competencies among the three country
programmes in Kenya, Tanzania and Uganda will be explored.
Chapter 7: 37
Chapter 7:
Conclusion
Implicit in AMREF’s strategy for 2007-2017 is the belief that communities should be seen as the organising principle of health
systems. Currently, however, a gap exists that separates marginalised and vulnerable communities from the rest of the health
system. This gap prevents the integration of these communities into the system and exacerbates disparities in health care,
weakening health promotion and disease prevention. To help overcome these disparities and close the gap, AMREF’s new
strategy places the needs of communities first in all of its programming initiatives.
Specifically, AMREF’s strategy goal is to “advance Africa’s health by catalysing an evidence-based movement aimed at reducing
the gap between communities and the rest of the health system”. The cross-cutting, process-oriented programme drivers that
have been developed for this strategy will ensure that AMREF acts in a holistic and integrated manner and focuses on community
needs. Every intervention, and especially those funded by vertically driven programmes will be expected to respond to the
programme drivers (e.g., pro-poor, culturally and gender sensitive, among others). In this way AMREF will ensure that it remains
focused on its strategy goal.
Informing the selection of the three themes for this strategy are: the African health crisis, AMREF’s comparative advantage, and
five decades of AMREF’s experience working with communities and health systems in the region. The three interdependent
themes have been selected to respond to specific core issues that create and sustain the gap:
•
Partnerships with Communities for Better Health
•
Building Capacity for Strengthened Communities and Health System Responsiveness
•
Health Systems Research for Policy and Practice
Moving through the next 10 years, AMREF will continuously monitor its interventions and evaluate progress. For our full
implementation, monitoring and evaluation plan we have developed a companion document to this strategy. As we gather
knowledge and evidence in our programme work and research, we will develop advocacy initiatives to influence policy makers
to promote identified best practices.
A M R E F 2 0 0 7 - 2 0 1 7 S T R AT E G Y
Working in collaboration with our partners, AMREF intends to keep the issue of closing the gap between vulnerable communities
and health systems at the forefront of the development agenda for improving African health.
38
AFRICAN MEDICAL & RESEARCH FOUNDATION
HEADQUARTERS PO BOX 27691, NAIROBI 00506 KENYA
TEL: +254 20 699 3000, FAX: +254 20 606 345
e-mail: info@amrefhq.org

Putting African Communities First

Transcription

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